System Selection Case Study  Author: Don Baker | 5 minute read TPG was selected to install a world class Revenue Growth Management platform to drive profitable sales. Client needed assistance in evaluating and enhancing their Trade Promotion Management (TPM) and Trade Promotion Optimization (TPO) processes. Jump to… The Opportunity The Approach The Outcome The Opportunity

A Leading Global FMCG Company- Supply Chain Transformation Case Study  Author: Mark Masterson | 5 minute read When product complexity increases, traditional forecast-driven models and fragmented storage quickly break down. TPGs structured approach to loss analysis and Value Stream Mapping, enabled the organization to regain control, reduce cost, and scale with confidence. Jump to… The

Less Shrink, Better Freshness: Good for the P&L, Great for the Shopper Case Study  Author: Bob Baxley | 5 minute read Jump to… The Opportunity The Approach The Outcome The Opportunity Drive profitability and operational excellence by optimizing inventory, cutting costs, elevating experiences, and strengthening brand reputation through improved forecasting, accountability, and analytics to reduce

Optimizing eFulfillment to sustainably deliver eCommerce capacity and in-store labor savings Case Study  Author: Peter Strong | 5 minute read Jump to… The Opportunity The Approach The Outcome The Opportunity A top regional grocer’s labor cost per order and time to pick was driving down profitability and capping the number of time slot available due

Stabilizing DTC Fulfillment & Building Toward Future Fit Logistics Case Study  Author: Vibha Tuli | 5 minute read Jump to… The Opportunity The Approach The Outcome The Opportunity A global personal care brand was facing significant DTC fulfillment issues with its 3PL provider. The 3Pl was missing KPIs across the board—slow delivery times, delayed inventory

Transforming Efficiency Through Zero Loss for a Leading Asian Manufacturer Case Study  Author: Kevin Ross | 2 minute read The project utilized TPG’s Should Cost approach to develop a ‘zero loss’ Ideal State, focused on optimizing processes, empowering people, and minimizing material waste.  Jump to… The Opportunity The Approach The Outcome The Opportunity In a

A B2B business within a specialty retailer faced declining performance due to significant business model changes, inefficiencies, and unclear direction. To address this, an integrated strategy, organizational redesign, and action plan were developed. Key steps included evaluating market potential, defining a growth-focused strategy, benchmarking organizational costs, and redesigning the structure. The outcome was an aligned strategy approved by leadership, a 50%+ reduction in headcount, and a new customer engagement approach, driving efficiency and sustainable growth.

Complex organizations with smaller or space-constrained locations face challenges in optimizing staffing. The Winning Formula initiative identifies best practices to consolidate roles and right-size employee responsibilities in lower-volume locations. Key steps include defining hybrid roles, developing clear job descriptions with specific responsibilities, and selecting pilot locations for implementation. KPIs are established to measure the performance and impact of these new roles. Outcomes include detailed job descriptions, recommended pilot locations, and performance metrics for evaluation.

Complex organizations with multiple locations, such as retailers and service providers, face pressure to use data to enhance profitability. Winning Formula helps by analyzing diverse data sources, clustering locations, and identifying success drivers. This process involves developing benchmarks, staffing models, and dashboards to support leaders. Recommendations focus on optimizing performance by adopting practices from high-performing locations, leading to significant improvements: $640MM in revenue, $570MM in profit potential, and a 12.7% increase in EBITDA at 1,700 locations.

The Home Improvement Manufacturer’s Center of Excellence, established three years ago, focuses on Category Management and developing Category Leadership Platforms (CLPs) in partnership with TPG. While they completed four CLPs for thought leadership in five key categories, they are working on a fifth with limited resources and expertise. The team collaborates closely with Brand and Product teams to integrate category insights into brand planning, aligning with retailer initiatives. By executing this vision, they aim for 5% category growth and a stronger market position.